Gerard Beenen

Using Social Psychology to Motivate Contributions to Online Communities

Under-contribution is a problem for many online communities. Social psychology theories of social loafing and goal-setting can lead to mid-level design goals to address this problem. We tested design principles derived from these theories in four field experiments involving members of an online movie recommender community. In each of the experiments participated were given different explanations for the value of their contributions. As predicted by theory, individuals contributed when they were reminded of their uniqueness and when they were given specific and challenging goals. However, other predictions were disconfirmed. For example, in one experiment, participants given group goals contributed more than those given individual goals. The article ends with suggestions and challenges for mining design implications from social science theories.

Using social psychology to motivate contributions to online communities

Under-contribution is a problem for many online communities. Social psychology theories of social loafing and goal-setting can provide mid-level design principles to address this problem. We tested the design principles in two field experiments. In one, members of an online movie recommender community were reminded of the uniqueness of their contributions and the benefits that follow from them. In the second, they were given a range of individual or group goals for contribution. As predicted by theory, individuals contributed when they were reminded of their uniqueness and when they were given specific and challenging goals, but other predictions were not borne out. The paper ends with suggestions and challenges for mining social science theories as well as implications for design.

High performance work systems, cultures and gender demography

Purpose – The purpose of this paper is to develop and test hypotheses about the independent relationships between high-performance work systems (HPWS) and high-performance work cultures (HPWC) and employee turnover. Given the growth of women in the workforce, the authors also develop competing predictions about how organizational gender demography (i.e. a higher percentage of women) may either strengthen or weaken the relationship of HPWSs to turnover. Design/methodology/approach – A survey of 171 human resource (HR) executives across organizations of various sizes and industries in the Chicago metropolitan area in the USA was conducted. Findings – The authors found that HPWS and HPWC are associated with lower turnover, though the relationship between HPWC and turnover was stronger. Results also indicate that HPWS are more strongly related to lower turnover among organizations that employ relatively more women. Research limitations/implications – The results indicates that HPWS may not be universalistic i...

A discussion forum on managerial interpersonal skills

Purpose – Managerial interpersonal skills (MIPS) are widely considered important for management development, yet the nature of MIPS has eluded researchers. The purpose of this paper is to propose five MIPS core skills, giving attention to the role of context, the relationship of MIPS to traits, and implications for training design, assessment and evaluation. Design/methodology/approach – The authors interweave a discussion forum of domain experts (Hillary Anger-Elfenbein, Timothy Baldwin, Paulo Lopes, Bronston T. Mayes, Ronald Riggio, Robert Rubin and David Whetten) with research commentary and implications for management development. The discussion focussed on: first, how do we define MIPS? Second, how important is context for defining, assessing or developing MIPS? Third, are MIPS traits, or skills that can be developed? Findings – The authors propose MIPS include five core skills that sequentially build upon one another: managing-self, communicating, supporting, motivating and managing conflict. Althou...

Let's Make a Deal: A Dynamic Exercise for Practicing Negotiation Skills

Because negotiation is among the most important skills for a manager to develop, activities that can foster its development are valuable for educators. The authors present an original exercise that introduces three key concepts in negotiation: best alternative to a negotiated agreement, distributive bargaining, and integrative bargaining. They review these concepts and present the exercise and its purpose, and execution, then debrief. A unique feature of the exercise is that instructors can configure dynamic buyer–seller dyads with varying distributions of power between parties. A pre- and posttest using four questions to assess learning with Master of Business Administration students and undergraduates suggest that the exercise is an effective teaching tool.

Interpersonal Skills in MBA Admissions: How Are They Conceptualized and Assessed?.

Employers and students concur that soft skills or interpersonal skills are critical to managerial success, yet we know little about how MBA program admissions professionals conceptualize and assess these skills in the context of global management education. Such practices have key implications for interpersonal skills curriculum and training in MBA programs around the globe. A survey of 182 MBA admissions professionals from 24 countries revealed surprising agreement in how interpersonal skills were conceptualized, and suggest interpersonal skills and soft skills are not synonymous. Results also indicated that only 30% of U.S. and international MBA programs use specific criteria to assess applicants’ interpersonal skills, with the remainder using nonspecific criteria or no assessment method. We discuss the need for more rigorous assessment of interpersonal skills in MBA admissions, closer coordination between admissions officers and curriculum developers, and tighter alignment between interpersonal skills assessment and MBA curriculum and learning outcomes.

Feedback frequency and appraisal reactions: a meta-analytic test of moderators

Abstract Performance appraisals provide employees with feedback that helps them improve subsequent performance, with acceptance of feedback as a key precondition to improve performance. In this study, we use the due process model of performance feedback to better understand predictors of favorable employee reactions to performance appraisal. The due process model views knowledge of performance standards and frequent feedback as aspects of adequate notice in performance appraisal, and as key predictors of favorable appraisal reactions. Empirical findings to date, however, have been inconsistent on this issue. Feedback frequency has not been consistently related to appraisal reactions in primary studies, suggesting the potential for moderator effects. We therefore meta-analyzed the relationships between knowledge of performance standards and feedback frequency with appraisal reactions through the due process lens with performance rating favorability and knowledge of performance standards as moderators. Our findings suggest prior inconsistent results could be partly explained by the moderating effects of performance rating favorability and knowledge of performance standards on the relationship between feedback frequency and appraisal reactions. We discuss the implications of our results for theory, research and practice.

Development and Validation of a Measure of Managerial Interpersonal Skills (MIPS)

It is no secret that employees leave their organizations because of bad managers- but what about the good ones? How can researchers and organizations differentiate individuals with the necessary sk...